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| Criterion |  Decision Making Three-Point Estimation |  Decision Making RAPID |  Decision Making Decision Rights Mapping |  Decision Making Delphi Method |
|---|---|---|---|---|
Purposedifferent | A single estimate for effort, time, or risk often looks too smooth for the real uncertainty behind it. It separates options, evaluation criteria, and open risks. The result is captured as a Three-Point Estimate, Risk Range, and Assumption Notes. | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 10-30 min je Item | 45-90 min | 90-180 min | 1-4 Wochen |
Participantsdifferent | 1-8 | 3-12 | 4-12 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Async |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | RAPID Role Map, Recommendation, Decision Log | Decision Rights Matrix, Agreement | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | EstimationUncertaintyForecasting | DecisionRolesGovernance | DecisionGovernanceAlignmentResponsibility | ForecastingExpertsDecisionStrategy |